What International Volunteering Teaches Us About Building Sustainable Financial Capability
- Jason Doucet
- Feb 5
- 3 min read
This week in Abidjan, I had the privilege of participating in the Ivorian–Canadian Volunteerism Day (Journée ivoirienne du bénévolat canadien), hosted by the Canadian Embassy in Côte d’Ivoire and coordinated by Carrefour International.
The event focused on three core themes—Commerce, Empowerment, and Sustainability—and brought together volunteers actively engaged in strengthening local institutions. The discussions went beyond celebration and raised an essential question relevant not only to international development, but also to cross‑border business and transformation:
How do we ensure that the benefits of international engagement endure long after the mandate ends?
Finance and administrative capability as a foundation for sustainability
Our volunteer work in Abidjan focuses on supporting finance and administrative teams across multiple dimensions:
Financial governance and internal controls
ERP and financial system structuring
Reporting quality, reliability, and consistency
Process and procedure definition
Training and competency strengthening within local teams
At its core, this work is about building credibility—credibility with lenders, development partners, boards, and other stakeholders who rely on accurate financial information and sound governance to make decisions.
This is where international volunteering, when done thoughtfully, mirrors effective advisory work. The objective is not to “deliver” solutions, but to embed capability, ensuring that organizations can operate independently, transparently, and confidently once external support concludes.
The long‑term challenge: durability beyond the mandate
One of the most valuable aspects of the event was its open discussion of a recurring challenge:many well‑intentioned initiatives struggle to maintain momentum once external support is withdrawn.
In finance and administration, sustainability depends on more than tools or templates. It requires:
Clear governance structures and decision rights
Systems that reflect local realities rather than imported complexity
Processes that teams understand, trust, and actually use
Skills that are reinforced through practice, not documentation alone
Without these elements, compliance may exist, but credibility does not.
Lessons that directly translate to M&A, governance, and market entry
This experience strongly reinforces principles that sit at the heart of my work at Doucet Global Strategies.
1. In M&A, value creation begins with financial and operational credibility
Post‑acquisition integration often fails not because of strategy, but because finance functions are not ready to support decision‑making, lender requirements, or performance tracking. Strong reporting, disciplined processes, and capable teams are prerequisites for realizing synergies.
2. Governance is the mechanism that turns empowerment into durability
Empowering teams without governance creates inconsistency and risk. Sustainable organizations balance autonomy with clarity—defined roles, accountable processes, and reliable financial information.
3. Market entry succeeds when local finance functions are trusted, not dependent
Entering a new market is not just a legal or commercial exercise. Organizations must establish finance and administrative functions that local lenders, regulators, and partners trust. That trust is built through systems, controls, and people—not expatriated oversight.
Recognition and collective effort
I was honoured to receive a certificate of recognition from the Canadian Embassy for our volunteer work, alongside my colleagues Verensa and Olivia, whose professionalism and commitment greatly contributed to the impact of our engagement.
While recognition is appreciated, the real measure of success lies in what remains: stronger teams, clearer processes, improved credibility, and organizations better positioned to grow sustainably.
Final reflection
Whether in international volunteering or professional advisory work, sustainable impact is achieved when knowledge is transferred, ownership is local, and systems are designed to endure.
This philosophy continues to shape how I advise organizations navigating market entry, post‑acquisition integration, and governance transformation—where long‑term value depends first and foremost on capability, credibility, and continuity.
About the Author
Jason Doucet - Principal Advisor & Founder, Doucet Global Strategies
Jason Doucet, CPA, is the founder of Doucet Global Strategies, a consultancy specializing in strategic advisory for globally operating organizations. With deep expertise in international business, cross-border taxation, and governance, Jason supports multinational enterprises, NGOs, and institutional investors with high-level, tailored solutions.
